New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

MGT 235, Week 4 notes

by: Lordiah Obas

MGT 235, Week 4 notes MGT 235

Lordiah Obas

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

just regular notes
Class Notes
Arts and Entertainment Management
25 ?





Popular in Business, management

This 12 page Class Notes was uploaded by Lordiah Obas on Monday February 22, 2016. The Class Notes belongs to MGT 235 at Pace University taught by Noh in Summer 2015. Since its upload, it has received 24 views. For similar materials see ARTS AND ENTERTAINMENT MANAGEMENT in Business, management at Pace University.

Similar to MGT 235 at Pace


Reviews for MGT 235, Week 4 notes


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 02/22/16
MGT 235 Arts and Entertainment Management MGT 235 Arts & Entertainment Management Lubin School of Business Professor Shinwon Noh Spring 2016 Week 1 (1/28/16): Why do we care about arts management? – because artistic often happens though an organization. ORGANIZATION- COLLECTION OF PEOPLE WORKING TOGETHER TO ACHIEVE A COMMON PURPOSE  Managers- directly support, supervise and help activate the work efforts and performances accomplishment of others. Case Analysis- enhance analytical skills/managerial judgement by  Broader exposure to many industries/organization for you  Hypothetical on-the-job experience for you Preparing for a class 1. Skim the case quickly 2. Read the case again 3. Review all info presented in tables/exhibits 4. Apply the concepts of management you been studying 5. Check out conflict opinions 6. Support your diagnosis with reason and evidence Written case analysis 1. problem identification 2. analysis/ evaluation  offer evidence to back up your argument and use the course concept in your report 3. Recommendation Week 2 (2/4/16): Level of Management: 1. Strategic level overall operation 2. Managerial (middle) level management bridge between the two 3. Operation- level management day to day Types of Management: General (top) Manager managing director Functional Manager production manager Frontline Manager wardrobe master—master carpenter--- head sound technician Non-Managerial employee dresser--laundry---fly rail motion control---live mixer Four Function of Management 1. Planning: deciding what is 3. Leading: motivating and to be done encouraging workers to -setting a goal and achieve the goal deciding how to achieve 4. Controlling: deciding if it is the goal. or isn’t getting done and 2. Organizing: deciding how what to do if it isn’t it is to be done and who is monitoring the progress to do it of the project -converting plans into a course of action Basic Function of Art Managers  Planning/ development  Marketing/ public relation  Personnel management and labor relations  Fiscal relations  Board relations  Government relations What skill are needed? 1. Leadership 2. Budgeting 3. Team Building 4. Fund-raising 5. Communication skill/writing 6. Marketing/ audience development 7. Financial/ management 8. Aesthetic/ artistic sense Evolution of Arts Managers Ancient: Middle Age: Renaissance organize organize : backstage events sales operation 21 century: 17 -19 th th century: 20 century: traditional role formalize operate + changing role structure and faculties and due to fast- structure evolve systems technology Creative an Arts Organization For Profit Business  Legal types  Sole proprietorship  Partnership  Limited liability corporation (LLC) Non-Profit Business  Not pursuing profit beyond reasonable compensation for services  Shareholder= the public  Arts organization are typically 501©3 -tax exempt -mission: “to increase appreciation and awareness of” -may be taxed on unrelated business income Non-profit Arts Organization Incorporation ­ Incorporation is a body, legal “person” in the eyes of the law ­ Why do you need to incorporate your business? –to protect the people in your business and the business doesn’t have to end only to one individual name but it’s infinite. ­ How do you incorporate your business? - Certificate (article of incorporate) - Bylaw - Board of directors (they have the power) Non-profit Arts Organization Business Plan  Business plan: a road map towards your business  Business plan is needed because it’s a start up and help convince investors, banks, family your plan is doable and how to much money the business will make Missions, Vision, Value 1. Mission: the without purpose of the organization 2. Vision: the outcome of pursuing the mission 3. Values: what the organization holds most important in the process of pursuing it mission and vision. Week 3 (2/11/16): Creative Product  Experience goods  Quality is in the eye of the beholder  Demand is difficult to predict Adaptation & Survival Why do arts organizations need to adapt to change?  To survive Competitive Adaption Open System External Environments Arts Organizations Output Information Sources Environments: 1. Economic Environment: interest rates, tax legislation, exchange rate, inflation, terrorist attack, natural disaster, etc… What happened after the following events?  Recession of 2008/2009 = Lesson: have a disaster plan  9/11 2. Political and Legal Environment: changes in law and regulations may affects arts organization budget ­ Subscribe to service organization ­ Could be expensive (p.113)  How to proactively affect political and legal environment? ­ Lobbying for the arts -501©3 not allowed to lobby ­ Mobilizing the public for the arts 3. Cultural and Social Environment: Belief, attitudes, and value of our society  Balancing organizational mission, artists and the community value ­ Emerging forms of household and families 4. Demographic Environment: profile of vital statistic of society Example: population, ethnicity, age 5. Education Environment  Level of education  arts attendance  The role of universities in the arts: ­ Performance arts venue ­ Art museums and galleries ­ Artistic-in-residence positon 6. Technological Environment Digital download and live streaming  Metropolitan opera, NY City Ballet  Berlin Philharmoniker’s Digital Concert Hall Week 4 (2/18/16): Information Sources:  Audience  Other Arts groups  Board/Staff member  Media  Professional associations  Consultants Plan- Why Is Planning So Important?  Overall direction  Funding application  Volatile environment YOUR PLAN MUST ANSWER THE QUESTION: MUST ANSWER WHY YOUR QUESTION TO SUPPORT YOUR MISSION OF THE ORGANIZATION (STARTING POINT) WHY, WHERE, WHEN, WHO, WHAT, HOW Exercise: “To fulfill our mission of bring new music to the community, we have set a goal of attracting more patrons to our events. To achieve the goal, we have set a specific object for our marketing and sale staff to expand our subscription audience by 7% for next year’s concert series in New Hall. To meet this objective, the marketing and sale will contract local business leaders and corporate human resource department and offer groups discount to their staff and employees. The methods they will use will include phone and face to face contracting of business owners and cooperate human resource promoting group sale discount plans.” The plan:  to fulfill our mission  attracting more patrons  to expand our subscription audience by 7% next year  the marketing and sale staff  phone and face to face contacting of business owner and corporate human resources promoting group sale discount plans Planning Terminology  Strategic planning ­ A handful of decision for organizational success in the next few years (long term)  Operational planning ­ Focused on details and short term activities that support the strategic plan  Strategic plans and Operational plans are directly connected to each other ­ E.g., Cirque du Solell ­ Strategic plans: growing the company Single-use plan ­ Plans for unique events that do not recur ­ E.g., relocating the office Standing-use plan ­ Plans for events that do recur frequently called rerun plan ­ E.g., scheduling of rehearsals Self-analysis  formulate strategies  develop goods, objectives and action goods 1-Self-Analysis Use tools  Mission analysis  Resource analysis  Situation analysis Good mission statement 1. Statement of purpose: what are we here to do? 2. Statement of ambition: where are we heading? 3. Statement of values: what values do we hold dear? Resource Analysis  Do we have people with necessary skills?  Do we have the facilities, money, and other resources needed to make our plans work?  Do we have the ability to monitor progress and make corrections as we proceed? Situation SWOT Analysis Internal Factors: Strengths/ Weakness  Human Resources  Physical Resources  Financial Resources  Reputation  Activities and Program External Factors: Opportunities/ Threats  Economy  Potential external funding sources  Demographics  Legislation  Local, regional, international events 2-Formulate Strategies 1. Stability strategy 2. Growth strategy 3. Retrenchment strategy (elimination) or Combination strategy ­ This defines the direction in which the whole organization intend to move 3-Goals, Objective, and Action plans  Strategy goals  E.g., growth strategy  Object: specific methods stating how to fulfill the goals  Actions plan: concrete steps in allocation of human, financial, and equipment resources to meet the object  Evaluation systems


Buy Material

Are you sure you want to buy this material for

25 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Bentley McCaw University of Florida

"I was shooting for a perfect 4.0 GPA this semester. Having StudySoup as a study aid was critical to helping me achieve my goal...and I nailed it!"

Kyle Maynard Purdue

"When you're taking detailed notes and trying to help everyone else out in the class, it really helps you learn and understand the I made $280 on my first study guide!"

Steve Martinelli UC Los Angeles

"There's no way I would have passed my Organic Chemistry class this semester without the notes and study guides I got from StudySoup."

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.